Recognise early indicators that process re-engineering is drifting away from its intended design.
Designing Radical Process Re-Engineering Strategies
Move process re-engineering from general awareness to a repeatable, reviewable practice.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The cost of poor quality in process re-engineering is rarely visible in any single budget line. A quality system for the quality and productivity management discipline that exists only for the auditor produces paperwork, not quality. They acquire practical criteria for judging when the quality and productivity management capability is working and when it is only appearing to. Buying a tool rarely fixes process re-engineering; the underlying capability has to be built internally first. The course sets out a working method for the quality and productivity management discipline that participants can apply the week they return. The teaching approach is deliberately practical: participants build a control plan for this strand of quality and productivity management as they go. The level assumes working familiarity with the operating process but no prior formal training in process re-engineering. Where the quality and productivity management capability is measured, it improves; where it is only discussed, it drifts. Work concludes with a self-assessment of this strand of quality and productivity management that participants can repeat annually.
Expected Learning Outcomes
Diagnose whether a problem in process re-engineering is one of design, resourcing or discipline.
Measure productivity in process re-engineering without incentivising the wrong behaviour.
Map the process behind process re-engineering as it is actually performed.
Design the internal audit programme covering process re-engineering.
Agree the first three actions on process re-engineering that will be taken on returning to work.
Link improvement in process re-engineering to a financial outcome leadership recognises.
Who Should Attend
Finance staff quantifying the cost of quality in process re-engineering.
Department managers accountable for productivity of process re-engineering.
Training officers building problem-solving capability in process re-engineering.
Process and industrial engineers redesigning process re-engineering.
Training and development staff building internal capability in process re-engineering.
Project and programme managers whose delivery depends on process re-engineering.
Course Modules
Process re-engineering: standard work and sustaining gains
2 sessions · 8 pointsSession 1The hard cases in process re-engineering and how to reason about them
- Agree what will be standardised in process re-engineering and what will not.
- Benchmark the organisation's process re-engineering against comparable operations.
- Record what was tried on process re-engineering and did not work, and why.
- Benchmark process re-engineering against a comparable operation and record the gap.
Session 2Solving the defect in process re-engineering that keeps returning
- Set out the decisions in process re-engineering that require sign-off and by whom.
- Identify where judgement in process re-engineering is legitimate and where it is not.
- Apply structured root cause analysis to the top defect in process re-engineering.
- Set out how exceptions to process re-engineering are requested and approved.
Process re-engineering: waste, flow and productivity
2 sessions · 8 pointsSession 1The cost of process re-engineering and how to present it
- Close out actions on process re-engineering rather than leaving them open indefinitely.
- Assemble certification evidence for process re-engineering as work proceeds, not before the audit.
- Confirm that reporting on process re-engineering reaches the people who can act.
- Define quality for process re-engineering in terms the customer would recognise.
Session 2Sampling process re-engineering on evidence rather than convention
- Establish who is informed, consulted and accountable in process re-engineering.
- Collect evidence on the present handling of process re-engineering before proposing changes.
- Identify the data already collected that bears on process re-engineering.
- Link the improvement in process re-engineering to a financial figure leadership recognises.
Process re-engineering: mapping the process as actually performed
2 sessions · 8 pointsSession 1Comparing process re-engineering with recognised practice
- Identify non-value-adding steps in process re-engineering and remove them.
- Identify single points of dependency in process re-engineering and reduce them.
- Prepare the response for the most likely failure in process re-engineering.
- Anticipate the objections process re-engineering will raise and prepare the answers.
Session 2Mapping process re-engineering as it is done, not as it is written
- Choose productivity measures for process re-engineering that do not reward shortcuts.
- Set the review cadence that sustains gains in process re-engineering.
- Calculate the cost of poor quality attributable to process re-engineering.
- Define supplier quality requirements affecting inputs to process re-engineering.
Process re-engineering: defining quality in measurable terms
2 sessions · 8 pointsSession 1Finding the variation that matters in process re-engineering
- Set sampling for process re-engineering on statistical grounds, not on habit.
- Verify that improvements to process re-engineering held six months later.
- Remove steps in process re-engineering that add effort without adding assurance.
- Rank the weaknesses in process re-engineering by consequence rather than by ease of fixing.
Session 2Sustaining the gain on process re-engineering after the project ends
- Write standard work for process re-engineering with the people who perform it.
- Train the team handling process re-engineering in the problem-solving method being used.
- Confirm that contractual obligations around process re-engineering are understood.
- Design the internal audit schedule covering process re-engineering.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
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